Running Head: Sample Project Management

Olympic Village

[Name of the Writer]

[Name of the Institution]

Project Management 1

Table of Contents

1.0 INTRODUCTION ............................................................................................ 3

2.0 WORK BREAKDOWN STRUCTURE ............................................................. 4

3.0 SCOPE AND SCALE OF THE PROJECT ...................................................... 5

3.1 Major Milestones ......................................................................................... 7

3.2 Limitations ................................................................................................... 7

4.0 SYSTEMS TO ENSURE PROJECT SUCCESS ............................................. 7

5.0 IMPORTANCE OF USING COLLABORATION .............................................. 8

6.0 ORGANIZATIONAL AND NATIONAL CULTURE ROLE IN PROJECT

SUCCESS .......................................................................................................... 10

6.1 Organizational Culture ............................................................................... 10

6.2 National Culture ......................................................................................... 12

7.0 POTENTIAL RESOURCE CONFLICTS ....................................................... 13

8.0 INFORMATION COMMUNICATION TECHNOLOGY ................................... 15

9.0 PROJECT MANAGEMENT SOFTWARE ..................................................... 16

10.0 RISK MANAGEMENT ................................................................................. 17

10.1 Risk Identification..................................................................................... 18

10.2 Risk Assessment ..................................................................................... 19

10.3 Risk control Strategies ............................................................................. 19

10.4 Risk Communication Plan ........................................................................ 19

11. TOOLS AND METHODS USED IN PROJECT ............................................. 20

12. RECOMMENDATION ................................................................................... 20

13. CONCLUSION .............................................................................................. 21

EXECUTIVE SUMMARY

The primary purpose of this project is to construct the Olympic Village in East

London to accommodate all the participating athletes for Olympic Games. The

ODA (London Delivery Authority) was the sponsoring organization for this

project. The paper critically discussed the scale and scope of the project

including deliverables, milestones, project objectives and limitations. The paper

also presented with the work breakdown structure to split the major tasks of

project into smaller components. The project shed light on PMOs, project control

system and other risk managements systems that have been used during the

project. A network diagram and Gantt chart was designed using project

management software to attain assistance in project planning.

The use of collaboration has been explained and how it fits with the ODA’s

organizational structure. Furthermore, the role of organizational culture and

national culture in ensuring the project success have been described in a

detailed manner. The potential resource conflicts have also been identified using

the iron triangle along with strategies to cope up with those conflicts. The ICT

resources that have been utilized in the project are identified and detailed risk

management plan was formulated for this purpose. Lastly, the paper discussed

Evaluate the tools and methods that were used in the project.

1.0 INTRODUCTION

The London Delivery Authority (ODA) is a well-known authority that have

transformed the Paralympic Village and Olympic into a number of more than

2,800 new homes after the completion of London 2012 Games. The need to

develop and undertake a project to deliver the infrastructure and venues

increased tremendously, following the successful bid for the Paralympic Games

and 2012 Summer Olympic (Epstein et al, 2011). The ODA is regarded as one of

the two integral agencies, together with London Organizing Committee of the

Olympic and Paralympic Games (LOCOG) that have structured and organized

the London Olympic Games. The ODA was formed in 2006 and is located in

Stratford, East London. The ODA had merely a number of 5 years of period

(2006-2012) to gather all the employees to carry out the work and execute the

major undertakings in the project. The ODA was developed by Paralympic

Games Act 2006 and London Olympic Games. The ODA has also been able to

provide a successful model to other construction projects of UK (Epstein et al,

2011). Furthermore, ODA was expected to satisfy the media, government, local

residents and public at the same time. This particular project specifically focuses

on building an Olympic village using the ODA as an accommodation center for

the athletes of the Olympic Games.

2.0 WORK BREAKDOWN STRUCTURE

FIGURE 2: WBS (PART 1)

(Source: Self-Made)

FIGURE 2: WBS (PART 2)

(Source: Self- Made)

3.0 SCOPE AND SCALE OF THE PROJECT

The project is responsible and have the major objective to ensure the delivery of

legacy, infrastructure, facilities, transport and venues for the Paralympic Games

and Summer Olympic 2012 in London (Epstein et al, 2011). The project required

to deliver and procure the major construction works which is worth of £6 billion.

The budget that had been allotted for the project was determined as £6bn with

£2bn contingency plan. The scope of building an Olympic Village through ODA

involved land remediation and deconstruction of about a 400 hectare (ha) site. A

large majority of over 11 million audience were directly and indirectly involved in

this project. The project covered the development of infrastructure which included

13km tunnels, 20 km roads, 26 bridges and new infrastructure utilities i.e.

electricity, water, gas and telecommunication. To convert and put up for sale a

number of 2,800 total homes through Athletes’ Village was also among the major

objectives of this project (Epstein et al, 2011). The project also involved the

development of nearly 100ha of public open space, gardens, parklands as well

as transport improvements, including infrastructure work and station to house all

the athletes.

In order to meet the proposed objectives of the project within the allotted budget

and provided time interval, the deliverables of the project were recognized

(Ahmad et al, 2013). The delivery strategy of this project was largely based on a

smaller number of main tenets. TELOSS framework was adopted for the purpose

to identify the project’s deliverables. A TELOSS is a systematic framework that

describes the five distinct filed of the project, which includes technical,

economical, legal, operational, scheduling and social. These elements are

integral for evaluating the success of the project. The figure 1 below represents

the TELOSS framework developed for the Olympic Village project.

Figure 3: TELOSS Framework

Technical Economic Legal

Installation of video

conferencing

between LOCOD

and LOC

HDTV Sport

lighting for 5bn

people

Physical model of

park by 3D printing

Change in budget

Shift time

Safety and Health

Issues

Financial Penalties

Usage of timber from

non-legal and

sustainable source

Operational Social Scheduling

To prevent

software conflict,

DP provide

software training to

all contractors and

consultants to help

interface.

DP applies Blenty

system to

centralize

engineering,

contacts,

management and

collaboration

system

To provide all

stakeholders with level

of standards and

quality of work

To maintain a sense

of Corporate Social

Responsibility while

executing the project.

To satisfy all the

concerned

stakeholders

Staff scheduling

Various teams working

in different areas.

(Source: Self-Made)

3.1 MAJOR MILESTONES

London announced as the winner – (July 2005)

Planning and Land assembly– (2006- 2007)

Demolish, Dig, Design– (2008)

Interior Design – (September 2008)

Foundation and Construction – ( 27 July 2009 – 27 July 2010)

Installation of Technology – (June 2010)

Testing and Certification –(Dec 2011)

Completion –(2011 to 2012)

3.2 LIMITATIONS

There are certain limitations involved with every project and Olympic Village’s

project is no exception in this case (Valverde, 2012). The need to sustain the

interest of stakeholders and to have a constant support from the government is a

major challenge for this project. Apart from that, all the available resources have

to be allocated effectively to ensure the project’s success. There are also vendor

and supplier limitations since they have the capability to put limits on project

timelines. To ensure the timely delivery of a project, it is necessary to utilize an

effective vendor selection process before the start of a project (Bonaccorsi et al,

2014). The problem of maintaining the time and growing cost because of long

duration of project have raised major restraints on project’s viability.

4.0 SYSTEMS TO ENSURE PROJECT SUCCESS

For the purpose of determining the accomplishment level of the project, various

set of aspects will be taken into consideration. There is a dedicated department

also known as Project Management Office (PMO) that works within an

organization and focuses merely on the standards of Project management. For

example, a “directive PMO” have been implemented that goes beyond the control

and takes the responsibility of the major tasks pertain in the project (Tsaturyan &

Müller, 2015). It delivers the project management experience and resources in

order to accomplish the project in the timely and effective manner. For larger

projects like this one, directive PMO is highly effective since it implements a

common methodology and standardize terminology across the project

management process (Hayes, 2014). In any type of project, change is

unavoidable, whether it is from the external sources or from within the project.

Hence, it is important to develop an organized process for the purpose to identify,

evaluate and mitigate any major changes in the project.

For this project, change management and change control system have been

implemented to monitor and prevent any potential changes. The change

management system will allow the project management team to promote a

balanced change culture and transform the deleterious change into beneficial

change (Hayes, 2014). Moreover, the management will also deploy a Risk

Management Information System (RMIS) and risk analysis plan in order to

safeguard the health and safety measures involved in the project by monitoring

the project’s cost of risk.

5.0 IMPORTANCE OF USING COLLABORATION

The importance of collaboration across team members and various functional

areas in the organization should not be neglected. The collaborative project

management is grounded on the standards of containing all the members of a

project in the control and planning process and then linking them via

communication, information and collaboration modules. The act of collaboration

helps the team members to coordinate, monitor and implement the process of

projects that are complex in nature. In a project, collaboration can be used for the

purpose to simplify the time and tasks in the most effective manner. All the

project members should work with high cohesion and enjoy strong power which

is the essence of collaboration in a project.

Since the organizational structure of ODA is based on “pure project management

structure”, the collaboration will act as a tool to interlink the project members and

maintain the required level of communication and transparency between the

director and the different project managers (see fig 2). To achieve project goals,

integration, collaboration and mutual understanding is vital among the several

project modules. The structure is designed in such a way to promote

collaboration among individual team members, so as to attain the cost efficiency

with a least amount of duplication of efforts and overlaps. In project based

organizational structure, the director has all the authority and power to ensure the

smooth operations of the project and thus eliminating multiple leadership. The

reaction time is highly short in this structure because all the decision of the

project team is established within the project. The collaboration across different

functional areas of business is highly integral to sustain the level of coherence in

a project (Kauffeld et al, 2015). The degree of collaboration in this type of

structure is high since all the members share a common goal in a project which

ultimately results in reducing ambiguity and having clear-cut responsibilities by

each individuals (Smits, 2013).

Figure 4: Project -based organizational structure

Source: (Classtoolkit, 2007)

6.0 ORGANIZATIONAL AND NATIONAL CULTURE ROLE IN

PROJECT SUCCESS

6.1 ORGANIZATIONAL CULTURE FOR PROJECT SUCCESS

There are some organizations that are well-versed than others at managing

projects. In majority of the cases, the reason for project failure is because the

organizations do not align the project’s goals with their corporate strategy and

culture. There are numerous variables that may influence the ability to ensure the

project’s success (Alvesson, 2012). The organizational culture can be regarded

as the major roadblock or a solid foundation for a project’s success. The

organization’s culture is one of those variables and has a lot to do with the

project’s success rate. In the viewpoint of Alvesson (2012), "culture is regarded

as a more or less cohesive system of meanings and symbols, in terms of which

social interaction takes places” (Alvesson, 2012). A project is connected with

several aspects that must not be neglected and includes a wider environment.

The sponsoring organization in the project is part of this environment and hence

have the capability to affect the project’s success rate

Figure 5: Organizational Culture Profile

Source: (2012books, n.d)

The organizational culture of ODA is formal and bureaucratic in nature. This type

of organizational culture is related with the relationship between subordinate and

the authority. At the top of hierarchy, there is a senior leader, which is followed by

mid-level management and then subordinates. The ODA’s organizational

structure have good processes in place and make sure every employee follows

them properly to ensure project’s success. Hence, it helps the management to

remain engaged and interested in projects. Furthermore, there is no vagueness

and the roles are more defined in bureaucratic culture which aids in increasing

the project’s success rate. The culture of ODA is friendly, open and endorses an

open environment. The ODA’s culture directly influence the project operations

since its culture encourage an atmosphere where there free flow of

communication between various departments in the project team. The

employees of the organization are rewarded purely on merit-based performance

appraisal system and the same rewarding mechanism is applied in the project

operations i.e. the project’s team members are not evaluated on their position but

instead based on their performance and level of contribution.

6.2 NATIONAL CULTURE

FIGURE 6: FOUR DIMENSIONS OF UK’S CULTURE

Source: (Hofstede, n.d)

The national culture of a country in which the project is being implemented also

influence the project’s feasibility and viability in an extensive manner. A national

culture also have the capability to affect the culture of an organization since the

employees adopt the culture and norms adhered by a particular country in their

early stages of life. In 1994, Hofstede identified four dimensions of national

culture, namely Individualism versus Collectivism, Power Distance, Masculinity

versus Femininity and Uncertainty Avoidance (Geert-hofstede.com, 2015). In the

viewpoint of Hofstede, the culture of UK can be considered as highly masculine

and individualistic culture (see fig 4). A society will be motivated by achievement,

success competition, and competition when it shows a high score on masculinity

dimension. The masculinity dimensions shows a high score which indicates that.

Whereas, a low score on this dimension indicates that the society is feminine in

nature and is driven by factors such as cooperation, modesty, quality of life and

caring for the weak. Since UK is highly masculine society, it is highly success

oriented and possess success driven value system. The members in a project

are stimulated by success and appreciate a sense of achievement in masculine

society. Furthermore, this high level of motivation helps to exhibit high

performance teams (Hofstede, 2013). Another dimension on which UK scored

highest score is individualism versus collectivism. A high score on this dimension

represents that a society is individualistic, meaning the members of such a

society are expected to take care of only themselves and their immediate

families. In contrast, a low score on this dimension represents collectivism. In

collectivism, society prefer tightly-knit framework and belong to ‘in groups’ that

look after them in exchange for loyalty. In high individualistic culture, project team

members are emotionally attached and independent. Furthermore, the team

members are provided with the necessary freedom to think for new initiatives and

demand less supervision and guidance from their supervisors.

7.0 POTENTIAL RESOURCE CONFLICTS

The idea to construct an Olympic village in the heart of London came with huge

challenges. Conflict is invitable in project management and the cause of conflict

in project team can be connected to differences in attitudes, needs, values,

personalities, perceptions and resources. To dicuss to the potential resource

conflicts occurred in this project, a model of iron trianlge has been utilized (see

fig 5). Iron triangle is a well-known model of project management representing

constraints often occur during the project (Ebbesen & Hope, 2013). There are

three major attributes illustrated on each corner of a traingle, namely time, scope

and schedule. These three factors combined influence the overall quality of the

project. The project’ tasks can either take longer or duration amount of time to

conclude. There are number of factors on which the project’s completion is

depedentent such as workers’ skills, experience and commitment etc (Time,

2015). During this project, the project team faced numerous issues related to

time that caused the team leader to extend the deadline. Since the location of the

project is in populated city of London, it caused a major challenge to continue the

work without any interruption that ultimatley prolonged the duration of the project.

Relocation of the workers from one construction site to another was also a

concern. The second attribute in iron triangle is cost. It is often difficult to

estimate the exact cost for the project for both, organization and project

managers. The cost increased substantially during construction of Olympic

village due to changes in the duration of the project. The delay in procurment and

changing prices of raw materials such as bricks, stones, drainage system etc

also implacted the overall cost of the project. Lastly, the scope attribute views at

the outcome of the project undertaken (Thompson et al, 2011). To deliver the

outcome, various deliverables have to address by the project team. During this

project, the project goals were unclear and required more time to evaluate the

potential target audience for the final product. The scope of the existing work was

expanded and reconfigured together with all the deliverables to make the best

operational use of the proposed Olympic Village.

Despite of these aforementioned challenges, the project management team

effectivley attempted to cope up with these conflicts by devising the relevant

strategies and counterattack the unforseen circumstances during the project. The

risk management plan and risk analyis plan was formulated to lower the overall

cost of the project. Furthermore, the project management team also designed a

realistic scope statement so that the team should stick to the project’s goals and

be able to adddress the recognized project deliverables within the provided

budget.

Figure 7: Iron Triangle

Source: (Tutorialspoint, n.d)

8.0 INFORMATION COMMUNICATION TECHNOLOGY

The project management team made effective use of information communication

technology at several instances during the project so that every team member

remain connected and aware related to project’s progress. The project team

believes in the viewpoint that utilization of the modern IT technologies can

signicantly enhance the degree of success throughout the entire project lifecyle.

It requres good communication among team members for completing a complex

project. The team utilized informaiton technolgies such as live meeting, video

conference, computer-assissted conference and audio conference tools for free

flow of communication on both off-site and on-site and then convey the

information to the director for quick response. These communication

technologies helped in keeping all the members towards the common goal of the

project and to eliminate any potential ambiguity among the employees

(Schwalbe, 2013). Moreover, these tools facilitated in managing the issues in

budget variation in order to make sure the project was viable within the budget

scope.

9.0 PROJECT MANAGEMENT SOFTWARE

FIGURE 8: NETWORK DIAGRAM (PART 1)

(Source: Self-Made)

FIGURE 8: NETWORK DIAGRAM (PART 2)

(Source: Self-Made)

Figure 9: Gantt chart

(Source: Self-Made)

10.0 RISK MANAGEMENT

Risk management plan is a detailed document which project managers

formulates to predict risk, define responses to issues and estimate impacts

(Hubicki, 2014). The principles of risk management helps the project managers

to assess and prioritze the risks. It is regarded as systematic activity of

identifying, evaluating and recognizing the risk to enhance the chances of goals

accomplishment and ensuring individuals and organization are feasible. Risk

management plan has been developed for Olympic Village construction project

which comprises of:

Qtr 1 Qtr 2 Qtr 3 Qtr 4Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4

London announced as the

winner

Planning and Land

Assembly

Demolish, Dig, Design

Interior Design

Foundation and

Construction

Installation of

Technology

Testing and Certification

Completion

2011 20122005 2006 2007 2008 2009 2010

Figure 10: Risk Management Plan

Source: (Demvros, 2014)

10.1 RISK IDENTIFICATION

Risk identification is a procedure that defines risk that an entity may potentially

avert for the purpose to achieve its objectives. It is an integral part of Risk

Management process (Hubicki, 2014). Risk identification can be explained as

identifying, assessing and understanding the risk profile as well substantial risks

contained within it. In the Olympic Village construction project, the risks identified

are:

Electrical risk

Budget Variations

Legal risks

Foreigners and tourists travelling to London

Scope and Schedule risk

Relocation of people

10.2 RISK ASSESSMENT

Risk Assessment is a systematic procedure of detecting the events, predicting

unforeseen circumstances and taking suitable actions to prevent the risk from

causing harm to the project outcomes (Kerzner, 2013). During the operations of

the project, some of the risk that were assessed are as follows:

IT challenges

Lack of funds and outsourcing material

Meeting deadline of the project

Feasible architecture

Structural challenges

Power breakdown.

10.3 RISK CONTROL STRATEGIES

Risk control strategies can be develop d and implemented once the risks are

identified and contingency plans are in place (Hubicki, 2014). Risk control is

related to the selection and application of strategies to avoid and control risks. A

plan for developing a separate passage was made for tourists visiting the nearby

areas of the project to avoid interruptions. For power breakdown risk, it was

decided to install backup power source and generators to avoid stoppage any

potential disturbance. The cost was monitored from time to time to handle the

budget risk and the government was taken into confidence for preventing legal

risks.

10.4 RISK COMMUNICATION PLAN

After the risk has been identified, assessed and risk control strategies are

designed, it is highly important to communicate the plan to the concerned parties

so as to avoid any potential doubts and uncertainty (Kerzner, 2013). The risk

management plan was communicated to the stakeholders of the project through

information communication technologies such as emails and audio calls and their

feedback was also taken into consideration.

11. TOOLS AND METHODS USED IN PROJECT

The Olympic Village construction project was challenging task involving various

complex responsibilities. Also, the project team had the responsibility to maintain

the safe and healthy working environment by using green energy sources. The

project team formulated a dedicated software system to simplify the

communication process in project so that team members could stick to budget

and time constraints (Ahmad et al, 2013). Furthermore, the system also allowed

the information to be shared in real-time to the concerned stakeholders in order

to prevent any possible risk and delays that could hamper the project

performance. Apart from that, the project team utilized the widely used tool of

project management i.e. Gantt chart to monitor the progress and calculate the

differences in planned versus actual timeframe of project milestone

accomplishment. The project team also used PERT chart (Program Evaluation

Review Technique) for the purpose to organize, schedule and coordinate tasks

within a project.

12. RECOMMENDATION

It is recommended that project manager should realize the importance of human

resource by keeping the morale and motivation of team members high at all

times. The skills and quality of input of the workers, employees and personnel

who are actively involved in the project have direct influenced on the project’s

outcomes. It is also advised to make effective planning in terms of budget, time

and schedule before starting the actual project. The project team should

implement the project on the basis of “A Guide to the Project Management Body

of Knowledge (PMBOK® Guide)”. The book is regarded as a code of

professional standards and explains a set of standard guidelines for project

management. Furthermore, the project team can enhance the success rate of the

project by focusing on changes to technological function, business processes,

team roles and responsibilities and the effect of these change on budget.

13. CONCLUSION

The communications skills in project team members should be valued and use

effectively because they are the ones accountable for sustaining the quality of

the entire project (InfoQ, 2015).The Olympic Village construction project is a

highly complex project that requires constant support from the government, time,

patience and continuous efforts from the project team. The project is considered

as a successful endeavor only if it meets or even exceeds the client’s

expectations and satisfaction level (Time, 2015). The project management could

assist in gaining competitive edge to the organization by making efficient use of

resources, senior leadership support and following the standards. Apart from

accommodating and housing all the participating world athletes for the Olympic

Games, the Olympic Village construction project would also result in other

substantial benefits to the country such as overcoming recessions, betterment of

economic life, creation of jobs etc.

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